1. AEIS: 607 Lecture 3: Job Analysis and Talent Management
Md. Mahbubul Alam, PhD
Associate Professor
11/20/2018
Prepared & Presented by Md. Mahbubul Alam, PhD

2. After studying this chapter, you should be able to:
Explain why talent management is important.
Discuss the nature of job analysis, including what it is and how it’s used.
Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
Write job specifications using the Internet as well as your judgment.
Explain competency-based job analysis, including what it means and how it’s done in practice.

3. Talent Management
The goal-oriented and integrated process of planning, recruiting, developing, managing and compensating employees.
Perspective
Understanding talent management tasks (recruiting, training, paying)
Ensuring talent management tasks are goal-directed.
Using the same “profile” of competencies (traits, knowledge, experience)
Actively segmenting and proactively managing employees.
Integrating all the talent management functions.

4. Job Analysis
The procedure for determining the duties & skill requirements of a job and the kind of person who should be hired for it.
Dimensions
Job descriptions
A list of job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities.
Job specifications
A list of a job’s “human requirement”, that is the requisite education, skills, personality, and so on.

5. Job Analysis: Information Requirements
Work activities
Human behavior
Machines, tools, equipment, work aids
Performance standards
Job context: e.g., working conditions, work schedule, incentives
Human requirements: e.g., knowledge and skills

6. Uses of Job Analysis Information

7. Conducting a Job Analysis
Step 1: Decide how you’ll use the information
Step 2: Review relevant background information such as organization charts, process charts, & job descriptions
Workflow analysis: detailed study of the flow of work from job to job in a work process.
Job redesign: job enlargement, job rotation, job enrichment
Business process reengineering: e.g., combining steps
Step 3: Select representative positions
Step 4: Analyze the job
Step 5: Verification of the job analysis information
Step 6: Develop a job description and job satisfaction.

8. Job Design: Specialization and Efficiency?
Job Analysis
Job Enlargement
Job Enrichment
Job Design: Specialization and Efficiency?
Job Rotation

9. Job Analysis (cont’d) Dejobbing the Organization
Flattening the Organization
Reengineering Business Processes
Dejobbing the Organization
Using Self-Managed Work Teams

10. Methods of Collecting Job Analysis Information: The Interview
Information Sources
Individual employees
Groups of employees
Supervisors with knowledge of the job
Advantages
Quick, direct way to find overlooked information
Disadvantages
Distorted information
Interview Formats
Structured (Checklist)
Unstructured

11. Methods of Collecting Job Analysis Information: Questionnaires
Information Source
Have employees fill out questionnaires to describe their job-related duties and responsibilities
Questionnaire Formats
Structured checklists
Open-ended questions
Advantages
Quick and efficient way to gather information from large numbers of employees
Disadvantages
Expense and time consumed in preparing and testing the questionnaire

12. Methods of Collecting Job Analysis Information: Observation
Information Source
Observing and noting the physical activities of employees as they go about their jobs
Advantages
Provides first-hand information
Reduces distortion of information
Disadvantages
Time consuming
Difficulty in capturing entire job cycle
Of little use if job involves a high level of mental activity

13. Methods of Collecting Job Analysis Information: Participant Diary/Logs
Information Source
Workers keep a chronological diary/ log of what they do and the time spent on each activity
Advantages
Produces a more complete picture of the job
Employee participation
Disadvantages
Distortion of information
Depends upon employees to accurately recall their activities

14. Quantitative Job Analysis Techniques
Position Analysis Questionnaire
Internet-based Job Analysis
Quantitative Job Analysis
Department of Labor (DOL) Procedure
1. PAQ: 194 items.
A questionnaire used to collect quantifiable data concerning he duties and responsibilities of various jobs.
A set of standard basic activities called worker functions to describe what a worker must do with respect to data, people and things.
A standardize job analysis questionnaires distribute to geographically disbursed employees via company intranet.

15. Writing Job Descriptions
A job description is a written statement of what the worker actually does, how he/she does it, and what the job’s working conditions are.
Job Identification
Job Summary
Responsibilities and Duties
Authority of the Incumbent
Standards of Performance
Working Conditions
Job Specifications
Sections of a Typical Job Description
Most important product of job analysis is the job description.
Job summary: summarize the essence of job, and include only its major functions or activities.

16. Writing Job Specifications
Specifications for Trained Versus Untrained Personnel
Specifications Based on Statistical Analysis
“What traits and experience are required to do this job well?”
Specifications Based on Judgment
“Filling jobs with untrained employees requires identifying the personal traits that predict performance”.
e.g., education, intelligent, training
Relationship between traits and performance.

17. Competency-based job analysis
Describe the job in terms of measurable, observable, behavioral competencies (knowledge, skills, behaviors) that an employee doing that job must exhibit.
Job-focused
vs.
worker-focused
1. Traditional job analysis (job focused): “Job duties” Vs. competency based (Worker-focused): “what must employees be competent at to do this multiskilled job?

18. K E Y T E R M S job analysis job description job specifications
organization chart
process chart
diary/log
position analysis questionnaire (PAQ)
U.S. Department of Labor (DOL) job analysis procedure
functional job analysis
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
dejobbing
boundaryless organization
reengineering
competencies
competency-based job analysis
performance management

19. Prepared & Presented by Md. Mahbubul Alam, PhD
Question Please ?
Acknowledgement:
“Human Resource Management” by Garry Dessler, 13th Edition, Pearson.
11/20/2018
Prepared & Presented by Md. Mahbubul Alam, PhD